Search results

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

Refers to the recent trend to utilize strategic alliances and partnerships for securing both goods and services. Additionally, the supply chain management concept is gaining more acceptance as a method of sustaining a competitive advantage in global markets. Although the literature explores strategic partnerships within both the buyer and supplier context and the shipper and logistics context, there has been little attempt to link these relationships in order to explore multi‐firm interactions. Examines existing buyer‐supplier strategic partnerships and the role of carriers used to transport the particular items sourced within these partnerships through an in‐depth case study methodology of firms engaged in identifiable three‐party relationships. There are two primary objectives of this research: to assess the carriers’ perceived importance and degree of participation within the buyer‐supplier partnerships; and to explore further the relationship between strategic partnerships and supply chain management by presenting more detailed information from firms involved in three‐way relationships. Of interest to carriers, manufacturers, purchasers and academics.

The purpose of this paper is to examine the mediating role of strategic supplier partnership and moderating role of information sharing (IS), in the relationship between lean manufacturing and firms’ financial performance (FP).

Utilizing the contingency approach, this study develops a research model to validate the proposition that a proper integration of supply chain (SC) practices enhances the financial performance of the firm. The study uses data from one hundred and fifty-seven manufacturing firms. The results are generated on structural equation modeling (SEM) using AMOS software.

The study finds that strategic supplier partnership partially mediates the relationship between lean manufacturing and FP, whereas, empirically, it could not demonstrate that IS significantly moderates the relationship between lean manufacturing and FP.

The paper theoretically develops logic for and empirically shows that strategic supplier partnership is an appropriate practice for mediating the impact of lean manufacturing on FP.

This strategic supply chain integration contributes to theory and demonstrates that SC practices’ correct synchronization and orchestration may realize superior FP. In addition, this research provides a sustainable strategic SC model that creates value and provides a competitive advantage for firms in the long term.

The purpose of this paper is to examine the impact of strategic supplier partnership and customer relationship on supply chain responsiveness and then to analyse the influence of supply chain responsiveness on operational performance in the manufacturing industry in India. In addition to that, this study also investigates the moderating effects of demand uncertainty on the relationship between strategic supplier partnership–supply chain responsiveness and customer relationship–supply chain responsiveness.

A structured self-administered questionnaire was developed to collect data from manufacturing companies in India. This study performed the structural equation modelling and moderated regression for testing the hypotheses after ensuring the validity and reliability of identified constructs.

Strategic supplier partnership and customer relationship positively influence supply chain responsiveness, and supply chain responsiveness also positively impacts operational performance. In addition to that, demand uncertainty negatively moderates the relationship between strategic supplier partnership and supply chain responsiveness. However, demand uncertainty does not significantly affect the relationship between customer relationship and supply chain responsiveness.

Strategic supplier partnership and customer relationship are firstly investigated as antecedents of supply chain responsiveness. To the best of the author’s knowledge, this study is one of the first to examine the moderating effect of demand uncertainty on the relationship between supply chain practices (strategic supplier partnership and customer relationship) and supply chain responsiveness.

The purpose of this paper is to examine the role of strategic supplier partnership and postponement respectively, on the relation between lean and agile supply chain strategy and supply chain responsiveness. Also, the authors look at the relation between supply chain responsiveness and firm performance.

Applying the strategic-choice theory and the resource-based view of firms to the supply chain, the authors develop a research model to demonstrate the premise that implementing proper supply chain practices to support and execute supply chain strategy will enhance the responsiveness of the supply chain and the performance of the focal firm. The study utilizes survey data from 205 senior executives and managers in the purchasing and supply chain functions from manufacturing firms in the USA. The results are based on covariance-based analysis and structural equation modeling using AMOS software.

The study finds that strategic supplier partnership fully mediates the relationship between a lean supply chain strategy and supply chain responsiveness, and that postponement partially mediates the relationship between an agile supply chain strategy and supply chain responsiveness. It is also shown that supply chain responsiveness is associated with enhanced firm performance.

For supply chain practitioners, the results indicate that firms benefit greatly if they consider the resources of their supply chain, such as postponement and strategic supplier partnership in conjunction with their supply chain strategy and that such a matching yields improved supply chain responsiveness and firm performance.

The paper theoretically develops logic for and empirically shows that strategic supplier partnership and postponement are appropriate practices for mediating the impact of lean and agile supply chain strategies, respectively, on supply chain responsiveness. Considered at a higher level of abstraction, these relationships indicate a contribution to theory that explains how supply chain strategy can beget supply chain responsiveness, through the concurrent deployment of appropriately matched supply chain practices.

The purpose of this study is to better understand the effects of independent restaurant partnerships upon product innovation associated with performance by investigating differences in business situations between startup and established independent restaurant sectors.

Partnership strength and diversity were assessed to identify their influence on restaurant product innovation and performance using a structural equation model to test the study’s hypotheses. A multi-group analysis was used to examine the moderating roles of business life cycle on the relationships between partnership strength and diversity and product innovation.

Results found that product innovation implementation requires strong and diverse partnerships with suppliers to improve independent restaurant performance. Diverse partnerships have a more positive effect upon product innovation than do strong partnerships. The positive effect partnership strength with suppliers had upon product innovation was significantly greater for startup restaurants, while its positive effect of diversity was greater for established restaurants.

Findings can be used to establish effective strategic partnerships with independent restaurant suppliers and to manage them more effectively in consideration of their business characteristics being startup or established operations.

This study was an initial attempt to empirically prove significant roles of partnership strength and diversity applied to the context of independent restaurant product innovation. Findings regarding different effects of partnership strength and diversity contributed to the existing body of knowledge about strategic partnerships with suppliers.

This study aims to examine empirically the existence of four classical and four emerging buyer–supplier relationship (BSR) types and how they differ in terms of behavioral dynamics and performance measures.

This study uses an online survey to collect data from 371 purchasing managers in the USA.

A cluster analysis statistically supports the existence of five of these eight BSR types, including strategic/bilateral partnership, market/discrete, supplier-led collaboration, captive supplier/buyer dominant and captive buyer/supplier dominant BSRs. Further, ANOVA tests show that these five BSRs differ in terms of behavioral outcomes and performance measures.

This study is based on a cross-sectional survey so it cannot examine how these BSR types may evolve over time, and it is not suitable to examine some rare types of BSRs. In addition, this study does not consider contextual factors that may moderate the influence of BSR types on the behavioral dynamics and performance measures.

Managers should consider the potential to be able to develop and enhance a strategic/bilateral relationship with their supply chain partners, which in at least some circumstances can lead to superior performance results. Similar observations can be made with respect to supplier-led and, to a lesser degree, buyer-led collaboration.

Most existing research of the BSR types is largely a product of theoretical classifications, and there is also a lack of research of their performance implications. This study fills these gaps in the literature.

The purpose of this paper is to develop a theoretical base for buyer-supplier quality outcomes (in the context of a strategic partnership) from the institutional theory of the firm. It examines quality outcomes within a partnership and demonstrates how the partners’ quality outcomes are related.

The paper examines quality outcomes within a strategic supply chain partnership (buyer-supplier) and demonstrates how the partners’ quality performance are related. Correlation analysis is used to examine the research hypothesis.

Utilizing the institutional theory and stakeholder theory of the firm, it is argued that within a strategic partnership, the quality outcomes of the partners are significantly related. By focusing on a strategic alliance within a strategic group in the US airline industry, it is shown that there is a significant relationship among quality outcomes of the partners within the strategic alliance.

The analysis was limited to only one strategic partnership. Future research should examine quality outcomes among multiple strategic partnerships in order to validate the findings of this study.

The study discusses the importance of strategic alliances and networks of firms as determinants of firm quality performance.

Using a baseline model of buyer‐supplier relationships, the study aims to identify the types of relationships in the Turkish automotive industry, and to test predictions as to how these relations would differ across contextual, managerial, and social climate variables.

Questionnaire data from 51 buyers in automaker firms and 72 supplier firms were subjected to K‐means cluster analyses to establish relationship groups in the two samples. Differences across the groups were tested using ANOVA and Scheffé tests.

Three relationship types (captive supplier, market exchange, and strategic partnership) were identified both in the buyer and supplier data. Significant differences were observed in terms of contextual (product and supplier characteristics), managerial (information exchange and cooperation), and social climate variables (mutual understanding, payoff equity, and satisfaction). Turkish buyers were found to strategically segment their suppliers based on product and supplier characteristics, whereas supplier groups were differentiated along social climate variables.

The Turkish results differ somewhat from the ones for developed countries, which suggests that more work should be conducted in emerging economies. Future research that uses matched pairs of buyers and suppliers may provide in‐depth insights.

The results demonstrated a perception (hence, communication) gap between buyers and suppliers in how they differentiated relationship types. Strategic partnership led to cooperation in both samples, and to satisfaction, mutual understanding, and equity in the supplier sample.

This study used data from both parties, contrasted buyer‐supplier relationships in an emerging market with those in developed markets, and highlighted the effects of the industry's historical evolution on the present state of buyer‐supplier relationships.

The purpose of this paper is to explore the dimensions of strategic sourcing and determines its relationship with organisational supply chain agility and performance. It classifies manufacturing firms based on their level of supply chain agility and test the diffrences in firms' performnace across the clusters so obtained.

This research employes survey method and data is collected from 128 manufacturing companies in India. Valid and reliable measures of strategic sourcing, supply chain agility and organizational performance are developed. Factor structure and initial validity is determined and K‐Means cluster analysis is applied for clustering firms based on their level of supply agility. Multiple regression and ANOVA is used for hypotheses testing.

Strategic suplier partnership, sourcing flexibility, supplier evaluation and trust in supply chain members are the key dimensions of strategic sourcing. Result shows the significant effect of strategic sourcing and its diemnsions on supply chain agility and firms' performance.

Data is collected from single node/respondent of supply chain and further research can be carried out by using mutiple node data of each supply chain to make the research more meaningful and generalisable.

Findings are useful to develop and measure the competitive capabilities of strategic sourcing and guide the organisations to enhance supply chain responsiveness and organisational performance.

The paper provides strategic diemnsions of sourcing and their measurement scales. Provide evidence regarding the impact of strategic sourcing on agility of supply chains and performnace.